Business Operations & Strategy Manager

Group 1001

1d•Remote

About The Position

Group 1001 is a consumer-centric, technology-driven family of insurance companies on a mission to deliver outstanding value and operational performance by combining financial strength and stability with deep insurance expertise and a can-do culture. Group1001’s culture emphasizes the importance of collaboration, communication, core business focus, risk management, and striving for outcomes. This goal extends to how we hire and onboard our most valuable assets – our employees. Gainbridge, a part of the Group 1001 enterprise, is a self-managed, innovative, digital platform providing its clients with direct access to trusted financial products to smartly grow their savings over time. Gainbridge strives to offer products through its platform that are simple, intuitive, and backed by smart technology with no complexity or hidden fees. Gainbridge empowers clients to take control of the financial future with simple solutions that are accessible to everyone no matter their budget. Why This Role Matters: The Business Operations Manager will own and evolve the operating system of Gainbridge. This is a high-visibility, high-trust role that sits at the intersection of strategy, process, and execution, partnering directly with senior leadership to build the rhythms, standards, and infrastructure that enable the business to scale. You will be accountable for a broad portfolio spanning the annual planning cycle, governance cadences, vendor operations, knowledge management, and company-wide coordination mechanisms, and you will be the person Gainbridge turns to when a high-stakes initiative needs someone to own it end-to-end, across teams that don't report to you. If you thrive in ambiguity, are energized by making an entire organization run better, and can hold both strategic design and operational detail simultaneously, this role was built for you.

Requirements

6+ years of experience in business operations, strategy, chief of staff, or program management roles, ideally in fintech, insurtech, or a regulated financial services environment
A track record of owning complex, cross-functional initiatives from scope through delivery: building the plan, running the cadence, managing risk, and getting to the finish line, with a high degree of independence and accountability for outcomes
Strong process design instincts; take a blank page and build systems that get adopted and stick
Comfortable operating at multiple altitudes and swapping context: you can write a performance memo in the morning and fix a broken workflow in the afternoon
Excellent written and verbal communication; you write with precision and adjust your style from a Slack message to an exec pre-read
Experience working directly with senior leadership and comfort preparing materials for executive and board-level audiences
Familiarity with fintech vendor ecosystems, including KYC/AML tools, payment platforms, or similar regulated technology
Proficiency with knowledge management and project tools (Jira, Confluence, Asana, Notion, or similar); data fluency and comfort with operational reporting a plus
A bias toward action, a low ego, and the judgment to know when to move fast and when to slow down and align

Nice To Haves

Experience in a chief of staff or strategy partner capacity supporting a COO, VP of Operations, or equivalent
Background in business continuity planning or enterprise risk management
Exposure to product analytics platforms (Sigma, etc.)
Comfort with BI tools, SQL, or operational dashboards

Responsibilities

Own the company's Annual Planning Cycle from kickoff to completion, ensuring strategic priorities are translated into actionable operating plans across all teams.
Run the business operating cadence (monthly performance reviews, bi-monthly all-hands, quarterly GAB prep) — scheduling, agendas, pre-reads, and notes.
Develop and manage the annual Operational Plan, tracking OKR progress against business priorities and surfacing risks to leadership in a timely manner.
Partner with the AVP, Strategy on the monthly Standard Update, gathering, validating, and structuring the underlying data (Scorecard, TAC, MAC, COF, NPS, premium run rate) that anchors the narrative to leadership and the Gainbridge Advisory Board.
Lead QBR (Quarterly Business Review) company meetings that drive accountability and informed decision-making, creating a shared understanding of where we are.
Implement and update workflow processes across teams to improve efficiency and reduce friction.
Lead the Gainbridge Vendor Management Program: onboarding, payment and budget tracking, invoice routing, PO/request tracking, contract renewal, and performance scorecards, all in partnership with Sourcing, Finance, IT, and Legal.
Mastery of why we use a vendor: what key activities are the vendors supporting? Are they competitively priced? Should we consider a new tool?
Own the Business Continuity planning process (BIA / BCP), identifying and documenting Critical Business Processes and ensuring plans are current and actionable.
Own the Legal Compliance Workflow, ensuring regulatory obligations are tracked, assigned, and met on time.
Own end-to-end delivery of Gainbridge's highest-stakes cross-functional initiatives, from initial scoping and success criteria through launch. These projects are the kind of work that touches Product, Engineering, Marketing, Compliance, and Ops, etc., simultaneously.
Create project management company norms that are well-established, easy to follow, and value-creating for leading projects across the company. This creates a common language and muscle memory for how the team interacts with a project, even when you are not the initiative's leader.
Build the scaffolding that keeps complex initiatives on track: a clear scope, a sequenced timeline with real dependencies mapped across teams, and a living risk-and-issues log that surfaces problems before they become blockers.
Drive decisions to closure, not just track status: You are a thought partner that runs the cadence of check-ins, name the trade-offs, and force the conversation when an initiative is drifting, or a decision is stuck.
Hold contributors accountable to timelines and commitments without formal authority and through clarity, credibility, and relentless follow-through rather than positional power.
Translate program status into clear, leadership-ready updates that separate signal from noise for executive stakeholders.
Own the company-wide meeting system and communication/documentation norms; each department runs its own meeting rhythms within that framework.
Maintain company-wide communication and documentation norms that support a high-performing team.
Maintain the Significant Events & Milestone Calendar as a single source of truth for major events, board dates, town halls, offsites, product launches, and key milestones across the company.
Own the company's Confluence space, including governance conventions, version control standards, and ensuring the latest board decks, narratives, scorecards, and executive communications are easy to find.
Maintain company-wide team documentation.